Description
HR Notes
History of HRM
The great Industrial Revolution brought in an era of Specialization in techniques. Jobs fragmentation, more stress on work specialization yearmarked the significance of this era. Development was fast. Scientific Management started evolving. Slowly, the rays of management started rising on the horizon of the economy. F.W.Taylor introduced Scientific Management. More emphasis was laid on the increase in efficiency and right person for the right job. Training, task performance with economic rewards was given much importance. Taylor believed in a combination of detailed task specifications and selection of the 'best man' for the job. It was the function of managers to think - workers were expected to do exactly as they were told. This, he felt, would result in the most efficient method of performing physical work. Additionally, he advocated premium payments as a means of rewarding the most effective (compliant) workers. Taylor's ideas led on to: ? Fordism a philosophy of production based on the continuous assembly line techniques devised by Henry Ford. This methodology dominated worldwide manufacturing until the 1980s. ? Time and motion - stopwatch methods of measuring work, used to increase efficiency and minimize wasted time and effort. ? Continuous improvement - fundamental to Japanese production methods: using employee knowledge and ingenuity to continually refine product manufacture and development. These practices require management control over the precise detail of work in order to maximize efficiency and gain competitive advantage. Inevitably, this is achieved at the expense of employees who sacrifice the freedom to control their own work. 'Scientific management', under any name, creates an inevitable tension between the rights and expectations of workers and management's need to gain ever greater quality and costeffectiveness.
Thus, HRM is identified with attempts to deal constructively with this tension through assertive, but non-autocratic, people management. It is also linked to the use of performance-related pay and other ways of rewarding appropriate behaviour. ? Human relations. In the 1920s and 30s researchers demonstrated that work performance and motivation did not depend simply on pay and discipline. People worked for many other reasons. They wanted to be involved in determining their own work conditions. They responded to encouragement and the interest shown by management. The Hawthorne experiments paved way for this thought. Workers formed informal groups which established their own norms of behaviour, including acceptable levels of performance. Working groups exercised social pressure on their members to conform to these unconsciously determined rules. The human relations movement had considerable influence within US business schools such as Harvard which later developed a 'soft', humanistic interpretation of HRM.
? Behavioural science. The human relations and human factors
approaches were absorbed into a broad behavioural science movement in the 1950's and 1960's. This period produced some influential theories on the motivation of human performance. For example, Mallow’s hierarchy of needs gave an individual focus to the reasons why people work, satisfying an ascending series of needs from survival, through security to eventual 'self-actualization'. In the same period, concepts of job design such as job enrichment and job enlargement were investigated. It was felt that people would give more to an organization if they gained satisfaction from their jobs. Jobs should be designed to be interesting and challenging to gain the commitment of workers - a central theme of HRM.
? Management by Objectives. Based on work by Drucker in the 1950s, and further developed by McGregor, management by objectives (MBO) linked achievement to competence and job performance. MBO primarily focused on the individual, tying rewards and promotion opportunities to specific agreed objectives, measured by feedback from performance assessment. Individual managers were given the opportunity to clarify the purposes of their jobs and set their own targets. MBO developed into modern performance management schemes and performance-related pay.
? Organizational development. Also drawn from the long tradition of
organizational theory, organizational development (OD) took a pragmatic approach to change. Theory and practice were mixed in a tentative process called 'action research'. OD familiarized managers with the idea that changes in processes, attitudes and behaviour were possible and that organizations should be thought of as whole entities. ? Strategic management. Directing people to achieve strategic objectives so that individual goals are tied to the business needs of the whole organization. Strategic management has become a dominant framework for organizational thinking since the Second World War. It is based on concepts first used for large-scale military and space programmes in the USA. Frequently, it employs project and team-based methods for planning and implementation. Lately, internal (including human) resources and key competencies have been identified as crucial elements of long-term competitive success. Strategic management has become the major unifying theme of undergraduate and - especially - postgraduate business courses. The concern with strategy distinguishes human resource management from personnel management!!
? Leadership. Many writers have concluded that a visionary leader is essential, particularly in developing and inspiring teams. McGregor's The Human Side of Enterprise (1960) linked leadership and management style to motivation. McGregor expressed the contrast between authoritarian people management ('Theory X') and a modern form based on human relations ideas ('Theory Y'). His ideas parallel 'hard' and 'soft' HRM. Effective managers do not need to give orders and discipline staff; they draw the best from their people through encouragement, support and personal charisma. Later authors (such as Peters and Waterman, 1982) feature the leader's vision and mission as a quasi-religious means of galvanising worker commitment and enthusiasm. ? Corporate culture. Deal and Kennedy (1982) popularized the belief that organizational effectiveness depends on a strong, positive corporate culture. They combined ideas from leadership theory and strategic management thinkers with prevailing beliefs about Japanese business success. Managers were exhorted to examine their existing organizational climates critically and work to change them into dynamic and creative cultures. The excellence movement inspired by Peters and Waterman (In Search of Excellence, 1982, and others) has been particularly influential with practicing managers, despite criticisms of the research on which it was based. Thus, the development in the management field after the human relations movement led to the new term called the human resources approach, which has gained momentum ever since. What does this approach states? It states that human beings are very valuable assets to the organization. Uniqueness amongst individuals was recognized. Peoples involvement, commitment, potential development, good organizational culture were considered as important factors in HRM!!!
Brief History of HRM in India In the year 1929 with the setting up of Royal Commission of Labour, Human Resource Management made its official presence felt in India. The commission submitted its report two years later appointment of labour officer was recommended in the report. Labour officers duties centered on working conditions and workers employment as well as dismissal. All of us are aware of the famous world wars during World War II the scope of the labour office duties widened. Medical activities, recreational activities and housing were included in their duties. The welfare aspect of the employees was becoming popular and it’s started gaining momentum. The title of welfare officer was designated to labour officer. Further acts like Industrial Disputes Act of 1946, Factories Act 1947, increased the scope of functions by giving more responsibilities relating to wage fixation, leave management, bonus policies and retirement benefits. Constant plans, policies for the growth and development in 1960 and 1970’s led to tremendous growth of business, cut throat competition and size increase. The economic panorama under went tremendous change. The need for the retention of talented people started gaining significance. Humans i.e., persons are very valuable assets. Managing human resources became a very vital activity for the management. Selection procedures, training programmes, appraisal systems, and mobility and compensation management became an integral part of duties of works manager who now began to be known as personal manager. With the increasing importance of human resources personnel functions extended to management of human resources and personal function became Human Resources Management function. The era of human resources gained momentum since 1980’s and it is still moving towards the peak. HR is a very crucial aspect of modern management.
Now, why humans need to be given so much important so much importance? There are four factors of production, which you are all very much aware of. These are land, labour, capital and organization. The most crucial factor of production is the human factor. The other three factor of production Viz. labour, capital and organization are coordinated by human assets for the achievement, development and the growth of organizations. Despite the variations in the nature of organization (Which vary from industry to industry), ever changing economic, social and cultural scenarios one fact remains stable. It is the fact that human resources are the heart and soul of every organization and the success or failure of organization depends on these precious humans. Human resource management is very complex job. It is complex because it studies a human dimension, which is very dynamic by nature. Considering all the facts one can define human resource management as a series of functions activities and programmes which are developed and carried out in order to maximize both employees effectiveness and organizational growth.
Concept of Personal Management
Definitions: ? “It is that phase of management which deals with the effective control and use of manpower as distinguished from other sources of power.” ? “The management of human resources is viewed as a system in which participants seek to attain both individual and group goals”. ? “Its objective is to understand what has happened and is happening and to be prepared for what will happen in the area of working relationships between the managers and the managed.” If an analysis is made of these definitions it will be seen that personnel (or manpower) management involves procedures and practices through which human resources are managed (i.e. organized and directed) towards the attainment of the individual, social and organizational goals. By controlling and effectively using manpower rescues, management tries to produce goods and services for the society. An eminent expert has defined personnel administration as: “The field of management which has to do with planning, organizing, directing and controlling various operative functions of procuring, developing, maintaining and utilizing a labour force, such that the a) Objectives for which the company is established are attained economically and effectively; b) Objectives of all levels of personnel are served to the highest possible degree; and c) Objectives of the community are duly considered and served.
Personnel functions It is necessary to identify the major personnel systems and their concepts in brief, for better understanding of the functions required for managing men effectively. The operating functions of personnel management are concerned with the activities specifically dealing with procuring, developing, compensating and maintaining an efficient workforce. For example, 1. The procurement function- obtaining of a proper kind and number of personnel necessary to accomplish an organization’s goals 2. The development function- personnel development of employees, training 3. The compensating functionremuneration to personnel securing adequate and equitable
4. The integration function- an “integration” of human resources with organization through job enlargement, job evaluation, variable compensation plans, disciplinary action programmes. 5. The maintenance function- maintaining the physical conditions of employees (health and safety measures) and employee service programmes
Concept of HRM
What is HRM? Let us understand it by dividing the term into its subparts. 1 • Human – people, us 2 • Resource – assets/costs for organizations 3 • Management – co-ordination and control to achieve set goals But humans, unlike other resources in the context of work and management, cause problems. But why do we need to be managed? Since we all know we naturally are matured and educated people. NO! It is not always so. Because we disobey, misunderstand, answer back, challenge, have our own ideas about how things might be done and have varying degrees of interest and motivation. This presents a challenge to management in terms of securing effective control. The solution to this problem could be many. For one, we could as well eliminate human element from the workplace. Automated work organizations!! Automation and use of technologies may replace or reduce significance of people in some circumstances. But it may actually also require highly skilled and trained people to design, maintain and operate the technology. Machines could be used to tightly specify and control how people work - the classic assembly line model. This may facilitate efficiency and control but can also lead to alienation, resistance and conflict Another alternative is to seek to maximize commitment of people by organizing work and creating attitudes and behaviour which generate best outcomes. Thus, HRM is basically a search for “best practices” to generate high levels of employee commitment and performance. There exist two broadly contrasting pictures of HRM 1 • Emphasis on people as costs and resources to be worked to secure maximum efficiency. It is called the “ Rational or economic view of employment” where the basic approach is Control and compliance 2 • Emphasis on people as resources to be invested in to generate high commitment and involvement. This is the “Social or psychological view of employment” and it emphasizes on commitment of the people working together as an organization both - Hard and Soft.
An expert defines HRM as: “A strategic approach to managing employment relations which emphasizes that leveraging people’s capabilities is critical to achieving sustained competitive advantage, this being achieved through a distinctive set of integrated employment policies, programmes and practices”. From this definition, we can easily deduce certain key words which can give us an idea of what the features of HRM are. They are:
? Strategic i.e. planned, deliberate, seeking to achieve set objectives ? Capabilities i.e. people or resources with potential (knowledge, skills,
and attitudes) which can be developed to contribute to organizational success. ? Competitive advantage – by tapping into and developing these capabilities organizations give themselves an edge over their rivals ? Integrated – that the range of things under HRM (recruitment, selection of employees, their training and development, how they are rewarded) is looked at together not as separate things. For example, if you recruit and select people you should have a clear idea of how you see them developing and contributing to the performance of the organization. To understand what human resource management more clearly, we should first review what managers do. Another expert has defined the concept by relating the HRM field with five basic functions all managers perform: planning, organizing, staffing, leading, and controlling. In total, these functions represent the management process.
Some of the specific activities involved in each function include:
? Planning: Establishing goals and standards; developing rules and
procedures; developing plans and forecasting-predicting or projecting some future occurrence.
? Organizing: Giving each subordinate a specific task; establishing
departments; delegating authority to subordinates; establishing channels of authority and communication; coordinating the work of subordinates.
? Staffing: Deciding what type of people should be hired; recruiting
prospective employees; selecting employees; setting performance standards; compensating employees; evaluating performance; counseling employees; training and developing employees.
? Leading: Getting others to get the job done; maintaining morale;
motivating subordinates.
? Controlling: Setting standards such as sales quotas, quality standards,
or production levels; checking to see how actual performance compares with these standards; taking corrective action as needed.
Strategy formulation Strategies are formulated at three levels: Corporate level strategy: this is formulated by the top level management of an organization made up of more than one line of business. The corporate level strategy of the family-controlled Siyaram Poddar companies is to continuously innovate in all its business with right technology, relentlessly cut costs and focus on the overseas market. The major questions that needs to be answered at this stage are-what kind of business should the company be engaged in? What are the goals and expectations for each business? How should the resources be allocated to reach these goals? In formulating corporate level strategies, the company should decide where it wants to be-in 10 ort 15 years hence, in at least 8 areas- market standing, innovation, productivity, physical and financial resources, profitability, managerial performance and development, worker performance and attitudes, and social responsibilities. Business level strategy: while the major questions at the corporate level is,” in what industries or business should we be operating? ,” the appropriate question at the business unit level is,” how should we compete in the chosen industry or business?” a business unit is an organizational subsystem that has a market, a set of competitors, and a goal distinct from those of the other subsystems in the group. The concept of strategic business unit (SBU) was pioneered by General Electronic (GE). A single company that operates within one industry is also considered as a business unit. For instance, an independent company that builds and sells swimming pools is considered a business unit. In such an organization, the corporate level strategy and the business –unit strategy are the same. Functional-level strategy: each business unit will consist of several departments, such as manufacturing, sales, finance and HRD. Functionallevel strategies identify the basic courses of action that each of the departments must pursue in order to help the business unit to attain its goals. In formulating functional level strategies, managers must be aware that the different functions are interrelated. Each functional area, in pursuing its purpose, must mesh its activities with the activities of the other departments. A change in one department will invariably affect the way other departments operate. Hence, the strategy of one functional area cannot be viewed in isolation. Rather the extent to which all functional strategies are integrated determines the effectiveness of the unit’s business strategy.
HRP – Human Resource Planning
Human resource planning is the process of anticipating and carrying out the movement of people into, within, and out of the organization. Human resources planning is done to achieve the optimum use of human resources and to have the correct number and types of employees needed to meet organizational goals. Thus, it is a double-edged weapon. If used properly, it leads not only to proper utilization, but also reduces excessive labor turnover and high absenteeism, and improves productivity. It can also be defined as the task of assessing and anticipating the skill, knowledge and labor time requirements of the organization, and initiating action to fulfill or ‘source” those requirements. Thus, if the organization as a whole or one of its subsystem is not performing to the benchmark, in other words, it is declining, it may need to plan a reduction or redeploys its existing labor force. It is the process by which management determines how the organization should move from its manpower position to its desired manpower position to carry out integrated plan of the organization “Manpower planning is the process – including forecasting, developing and controlling by which a firm ensures that it has1 • The right number of people, 2 • The right kind of people, 3 • At the right places, • At the right time, doing work for which they are economically most useful
Summarizing the features of HRP, viz.,
? Forecasting future manpower requirements, where we use mathematical projections you might have studied in ‘business economics’ and ‘quantitative techniques’ paper, to project trends in the economic environment and development of the industry. ? Making an inventory of present manpower resources and assessing the extent to which these resources are employed optimally. Procuring competent personnel requires positive recruitment efforts and the development of a variety of recruitment sources. These sources must consider not only the nature and conditions of the external labor market, but also the presence of qualified personnel who are available to fill vacancies through internal promotions or transfers. ? Anticipating manpower problems by projecting present resources into the future and comparing them with the forecast of requirements to determine their adequacy, both quantitatively and qualitatively; and ? Planning the necessary programmes of requirement, selection, training, development, utilization, transfer, promotion, motivation and compensation to ensure that future manpower requirements are properly met. From the above definitions of HRP we come to the following conclusion: 1. It’s a systematic approach because it ensures a continuous and proper staffing. It avoids or checks on occupational imbalances (shortage or surplus) occurring in any of the department of the organization.
2. There is a visible continuity in the process.
3. There is a certain degree of flexibility. That is, it is subject to modifications according to needs of the organization or the changing circumstances. Manpower plans can be done at micro or the macro levels depending upon various environmental factors. Thus, we can summarize that: “HRP is a kind of risk management. It involves realistically appraising the present and anticipating the future (as far as possible) in order to get the right people into right jobs at the right time”.
Human Resources Information systems
Let us take up the latest in the HRP that is HRIS. This is a must if any organization wants to be ahead in today’s world. The human resource information system (HRIS) is a systematic procedure for collecting, storing, maintaining retrieving and validation data needed by an organization about its human resources. The HRIS is usually a part of the organization’s larger management information system (MIS). The HRIS need not be complex or even computerized. But computerization has its own advantage of providing more accurate and timely data for decision making. The areas of application of HRIS are many. Some of them include training management, risk management and legal requirements, attendance reporting and analysis, HRP, accident reporting and prevention, strategy planning, financial planning and other related areas. Steps in implementing an HRIS: As with any major change, proper planning is an absolute necessity for successful implementation of an HRIS. The steps outlined below describe the specific procedures involved in successfully developing and implementing an HRIS. Step 1: Inception of idea: The idea having an HRIS must originate somewhere. The originator of the idea should prepare a preliminary report showing the need for an HRIS and what it can do for the organizations. Step 2: Feasibility study: Feasibility study evaluates the present system and details the benefits of an HRIS. It evaluates the cost and benefits of an HRIS. Step 3: Selecting a project team: Once the feasibility study has been accepted and the resources allocated project team should be selected. The project team should consist of HR representatives from both management information systems and payroll. Step 4: Defining the requirements:
A statement of requirements specifies in detail exactly what the HRIS will do. A large part of the statement of requirements normally deals with the details of the reports that will be produced. Naturally, the statement also describes other specific requirements. This typically includes written descriptions of how users collect and prepare data, obtain approvals, complete forms, retrieve data, and perform other non-technical tasks associated with HRIS use. The key is here is to make sure that the mission of the HRIS truly matches management’s needs for an HRIS. Step 5: Vendor analysis: This step determines what hardware and software are available that will best meet the organization’s needs for the lowest price. This is a difficult task. The best approach is usually not to ask vendors if a particular package can meet the organization’s requirements but how it will meet the organization’s requirements but how it will meet those requirements. Step 6: Package contract negotiation: After a vendor has been selected, the contract must be negotiated, the contract stipulates the vendor’s responsibilities with regards to software installation, service, maintenance, training, and documentation. Step7: Training: Training usually begins as soon as possible after the contract has been signed. First the HR members of the project team are trained to use the HRIS. Towards the end of the implementation, the HR representative will train managers from other departments in how to submit information to the HRIS and how to request information from it. Step 8: Tailoring the system. This step involves making changes to the system to best fit the needs of the organization. A general rule of thumb is not to modify the vendor’s package, because modifications frequently cause problems. An alternative approach is to develop programs that augment the vendor’s program rather altering it.
Step 9: Collecting the data: Prior to start-up of the system, data must be collected and entered into the system. Step10: Testing the system: Once the system has been tailored to the organization’s needs and the data entered, a period of testing follows. The purpose of the testing phase is to verify the output of the HRIS and to make sure it is doing what it is supposed to do. Step11: Starting up: Start-up begins when all the current actions are put into the system and reports are produced. It is wise to attempt start-up during a lull period so that maximum possible time can be devoted to HRIS. Even though the system has been tested, some additional errors often surface during start-up. Step 12: Running in parallel: Even after the new HRIS has been tested, it is desirable to run the new system in parallel with the old system for a period of time. This allows for the comparison of outputs of both the system and examination of any inaccuracies. Step 13: Maintenance: It normally takes several weeks or even months for the HR people to feel comfortable with the new system. During this stabilization period, any remaining errors and adjustments should be handled. Step 14: Evaluation: After the HRIS has been in place for a reasonable length of time, the system should be evaluated. Is the HRIS right for the organization and is it being properly used?
JOB:
A job is a collection of tasks that can be performed by a single employee to contribute to the production of some product or service provided by the organization. Each job has certain ability requirements and certain rewards associated with it. Job can be defined as the set of interrelated tasks/activities which when executed in a certain order results in effective completion of a predetermined objective. Features of job: ? The individuals performing the task are known a ‘Job Holder’. ? Job forms the non-human aspect of any activity and is objective & constant once defined. ? Jobs, although objective in content, are accomplished in a subjective manner. ? Thus, we have Job Evaluation for the Job as different from Performance Appraisal for the Job Holder (employee)
JOB ANALYSIS:
Definitions of job analysis: ? A defined data collection and analysis procedure through which information about job tasks and job requirements are obtained. ? Job analysis is the procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it. ? Organizations consist of positions that have to be staffed. Job analysis is the procedure through which you determine the duties of these positions and the characteristics of the people who should be hired for them .The analysis produces information on job requirements, which is then used for developing job descriptions (what the job entails) and job specifications (what kind of people to hire for the job).
Steps in job analysis:
Step 1 Identify the use to which the information will be put, since this will determine the types of data you collect and how you collect them. Some data collection techniques like interviewing the employee and asking what the job entails and what his responsibilities are - are good for writing job Step 2 Review relevant background information such as organization charts, process charts, and job descriptions. Organization charts show how the job in question relates to other jobs and where it fits in the overall organization. The chart should identify the title of each position and, by means of its interconnecting lines, show who reports to whom and with whom the job incumbent is expected to communicate. Step 3 Select representative positions to be analyzed. This is done when many similar jobs are to be analyzed and it is too time-consuming to analyze, say, the jobs of all assembly workers.
Step 4 Next actually analyze the job by collecting data on job activities, required employee behaviors, working conditions, and human traits and abilities needed to perform the job. For this, you would use one or more of the job analysis techniques explained in this lesson. Step 5 Review the information with job incumbents. The job analysis information should be verified with the worker performing the job and with his or her immediate supervisor. This will help to confirm that the information is factually correct and complete. This "review" step can also help gain the employee's acceptance of the job analysis data and conclusions by giving that person a chance to review and modify your description of his or her job activities. Step 6 Develop a job description and job specification. A job description and a job specification are usually two concrete products of the job analysis. The job description is a, written statement that describes the activities and responsibilities of the job, as well as important features of the job such as working conditions and safety hazards. The job specification summarizes the personal qualities, skills, and background required for getting the job done; it may be either a separate document or on the same document as the job description.
Job specification
Job Specification translates the job description into terms of the human qualifications, which are required for performance of a job. They are intended to serve as a guide in hiring and job evaluation. Job specification is a written statement of qualifications, traits, physical and mental characteristics that an individual must possess to perform the job duties and discharge responsibilities effectively. In this, job specification usually developed with the co-operation of personnel department and various supervisors in the whole organization.
Job Specification Information: The first step in the programme of job specification is to prepare a list of all jobs in the company and where they are located. The second step is to secure and write up information about each of the jobs in a company. Usually, this information about each of the jobs in a company. Usually this information includes: 1 2 1. Physical specifications: - Physical specifications include the physical qualifications or physical capacities that vary from job to job. Physical qualifications or capacities 3 4 2. Include physical features like height, weight, chest, vision, hearing, ability to lift weight, ability to carry weight, health, age, capacity to use or operate machines, tools, equipment etc. 5 6 3. Mental specifications: - Mental specifications include ability to perform, arithmetical calculations, to interpret data, information blue prints, to read electrical circuits, ability to plan, reading abilities, scientific abilities, judgment, ability to concentrate, ability to handle variable factors, general intelligence, memory etc. 7 8 4. Emotional and social specifications: - Emotional and social specifications are more important for the post of managers, supervisors, foremen etc. These include emotional stability, flexibility, social adaptability in human relationships, personal appearance including dress, posture etc. 9 10 5. Behavioral Specifications: - Behavioral specifications play an important role in selecting the candidates for higher-level jobs in the organizational hierarchy. This specification seeks to describe the acts of managers rather than the traits that cause the acts. These specifications include judgments, research, creativity, teaching ability, maturity trial of conciliation, self-reliance, dominance etc.
Employee Specification: Job specifications information must be converted into employee specification information in order to know what kind of person is needed to fill a job. Employee specification is a like a brand name which spells that the candidate with a particular employee specification generally possess the qualities specified under job specification. Employee specification is useful to find out the suitability of particular class of candidates to a particular job. Thus, employee specification is useful to find out prospective employees (target group) whereas job specification is useful to select the right candidate for a job. Job Description is an important document, which is basically descriptive in nature and contains a statement of job Analysis. It provides both organizational information’s (like location in structure, authority etc) and functional information (what the work is). It gives information about the scope of job activities, major responsibilities and positioning of the job in the organization. This information gives the worker, analyst, and supervisor with a clear idea of what the worker must do to meet the demand of the job.
Who can better describe the characteristics of good job description? Earnest Dale has developed the following hints for writing a good job description: 1 1) The job description should indicate the scope and nature of the work including all-important relationships. 2 2) The job description should be clear regarding the work of the position, duties etc. 3 3) More specific words should be selected to show:-
a) The kind of work b) The degree of complexity c) The degree of skill required d) The extent to which problems are standardized e) The extent of worker’s responsibility for each phase of the work USES OF JOB DESCRIPTION: Job description is necessary in an organization, There are several uses of job description, like 1 2 • Preliminary drafts can be used as a basis for productive group discussion, particularly if the process starts at the executive level. 3 4 • It helps in the development of job specification. 5 6 • It acts as a too during the orientation of new employees, to learn duties & responsibilities. It can act as a basic document used in developing performance standards.
CONTENTS OF JOB DESCRIPTION: Following are the main content of a job description it usually consist of following details or data. Job Description: A statement containing items such as 1 2 3 4 5 6 7 8 9 • Job title / Job identification / organization position • Location • Job summary • Duties • Machines, tools and equipment • Materials and forms used • Supervision given or received • Working conditions • Hazards
Job identification or Organization Position: - This includes the job title, alternative title, department, division and plant and code number of the job. The job title identifies and designates the job properly. The department, division etc., indicate the name of the department where it is situated and the location give the name of the place. Job Summary: - This serves two important purposes. First is it gives additional identification information when a job title is not adequate; and secondly it gives a summary about that particular job. Job duties and responsibilities: - This gives a total listing of duties together with some indication of the frequency of occurrence or percentage of time devoted to each major duty. These two are regarded as the “Hear of thejob”
Relation to other jobs: - This gives the particular person to locate job in the organization by indicating the job immediately below or above in the job hierarchy. Supervision: - This will give an idea the number of person to be supervised along with their job titles and the extent of supervision. Machine: - These will also gives information about the tool, machines and equipment to be used. Working Conditions: - It gives us information about the environment in which a jobholder must work.
Hazards: - It gives us the nature of risks of life and limb, their
possibilities of occurrence etc. Job Description vs. Job Specification o Job Description - written narrative describing activities performed on a job; includes information about equipment used and working conditions under which job is performed. o Job Specification - outlines specific skills, knowledge, abilities, physical and personal characteristics necessary to perform a job - What about physical and personal characteristics? Strength, patience, intestinal fortitude, risk-taker. It is essential for you to understand that Job Analysis helps to find information about the following: Work activities. Information is usually collected on the actual work activities performed, such as cleaning, selling, teaching, or painting. Such a list may also indicate how, why, and when the worker performs each activity.
There are various types of JOB DESIGN :-
Job rotation Job Design
Job enlargement
Job enrichmen t
Job rotation :- One answer to the problem of boredom is job rotation. which implies movement of employees from a job to job. Job remained unchanged, but incumbents shifts. With job rotation, a given employee performs different jobs, but more or less jobs of the same nature. On the positive side, it may be said that the job rotation is likely to increase intrinsic reward potential of job because of different skills and abilities needed to perform it. The organization stands to benefits because workers become competent in given jobs rather than one. Knowingly, a variety of jobs improves worker’s self image, provides personal growth and makes the worker more valuable to the organization. Periodic job changes may also improve interdependent co-operation, employees become mare understanding of each other’s problem.
Job enlargement :- it involves expanding the number of tasks or duties assigned to a given job. Adding more tasks or duties to a job mans that new skills and abilities are needed to perform it. There is only horizontal expansion. It is said to contribute to the employees motivation, but the claim is not validated in practice. Job enrichment :- it seeks to improve both the tasks and efficiencies and human satisfaction by building into people’s job, quite specifically, greater scope for personal achievement and recognition, more challenging and responsible work, and more opportunity for individual advancement and growth. An enriched job will have more responsibilities and autonomy, more variety of jobs and more growth opportunities. The employee does more planning and controlling with less supervision but more self evaluation. In other words, what the supervisors have been doing till now, will have to be done by the workers.
doc_673871369.doc
HR Notes
History of HRM
The great Industrial Revolution brought in an era of Specialization in techniques. Jobs fragmentation, more stress on work specialization yearmarked the significance of this era. Development was fast. Scientific Management started evolving. Slowly, the rays of management started rising on the horizon of the economy. F.W.Taylor introduced Scientific Management. More emphasis was laid on the increase in efficiency and right person for the right job. Training, task performance with economic rewards was given much importance. Taylor believed in a combination of detailed task specifications and selection of the 'best man' for the job. It was the function of managers to think - workers were expected to do exactly as they were told. This, he felt, would result in the most efficient method of performing physical work. Additionally, he advocated premium payments as a means of rewarding the most effective (compliant) workers. Taylor's ideas led on to: ? Fordism a philosophy of production based on the continuous assembly line techniques devised by Henry Ford. This methodology dominated worldwide manufacturing until the 1980s. ? Time and motion - stopwatch methods of measuring work, used to increase efficiency and minimize wasted time and effort. ? Continuous improvement - fundamental to Japanese production methods: using employee knowledge and ingenuity to continually refine product manufacture and development. These practices require management control over the precise detail of work in order to maximize efficiency and gain competitive advantage. Inevitably, this is achieved at the expense of employees who sacrifice the freedom to control their own work. 'Scientific management', under any name, creates an inevitable tension between the rights and expectations of workers and management's need to gain ever greater quality and costeffectiveness.
Thus, HRM is identified with attempts to deal constructively with this tension through assertive, but non-autocratic, people management. It is also linked to the use of performance-related pay and other ways of rewarding appropriate behaviour. ? Human relations. In the 1920s and 30s researchers demonstrated that work performance and motivation did not depend simply on pay and discipline. People worked for many other reasons. They wanted to be involved in determining their own work conditions. They responded to encouragement and the interest shown by management. The Hawthorne experiments paved way for this thought. Workers formed informal groups which established their own norms of behaviour, including acceptable levels of performance. Working groups exercised social pressure on their members to conform to these unconsciously determined rules. The human relations movement had considerable influence within US business schools such as Harvard which later developed a 'soft', humanistic interpretation of HRM.
? Behavioural science. The human relations and human factors
approaches were absorbed into a broad behavioural science movement in the 1950's and 1960's. This period produced some influential theories on the motivation of human performance. For example, Mallow’s hierarchy of needs gave an individual focus to the reasons why people work, satisfying an ascending series of needs from survival, through security to eventual 'self-actualization'. In the same period, concepts of job design such as job enrichment and job enlargement were investigated. It was felt that people would give more to an organization if they gained satisfaction from their jobs. Jobs should be designed to be interesting and challenging to gain the commitment of workers - a central theme of HRM.
? Management by Objectives. Based on work by Drucker in the 1950s, and further developed by McGregor, management by objectives (MBO) linked achievement to competence and job performance. MBO primarily focused on the individual, tying rewards and promotion opportunities to specific agreed objectives, measured by feedback from performance assessment. Individual managers were given the opportunity to clarify the purposes of their jobs and set their own targets. MBO developed into modern performance management schemes and performance-related pay.
? Organizational development. Also drawn from the long tradition of
organizational theory, organizational development (OD) took a pragmatic approach to change. Theory and practice were mixed in a tentative process called 'action research'. OD familiarized managers with the idea that changes in processes, attitudes and behaviour were possible and that organizations should be thought of as whole entities. ? Strategic management. Directing people to achieve strategic objectives so that individual goals are tied to the business needs of the whole organization. Strategic management has become a dominant framework for organizational thinking since the Second World War. It is based on concepts first used for large-scale military and space programmes in the USA. Frequently, it employs project and team-based methods for planning and implementation. Lately, internal (including human) resources and key competencies have been identified as crucial elements of long-term competitive success. Strategic management has become the major unifying theme of undergraduate and - especially - postgraduate business courses. The concern with strategy distinguishes human resource management from personnel management!!
? Leadership. Many writers have concluded that a visionary leader is essential, particularly in developing and inspiring teams. McGregor's The Human Side of Enterprise (1960) linked leadership and management style to motivation. McGregor expressed the contrast between authoritarian people management ('Theory X') and a modern form based on human relations ideas ('Theory Y'). His ideas parallel 'hard' and 'soft' HRM. Effective managers do not need to give orders and discipline staff; they draw the best from their people through encouragement, support and personal charisma. Later authors (such as Peters and Waterman, 1982) feature the leader's vision and mission as a quasi-religious means of galvanising worker commitment and enthusiasm. ? Corporate culture. Deal and Kennedy (1982) popularized the belief that organizational effectiveness depends on a strong, positive corporate culture. They combined ideas from leadership theory and strategic management thinkers with prevailing beliefs about Japanese business success. Managers were exhorted to examine their existing organizational climates critically and work to change them into dynamic and creative cultures. The excellence movement inspired by Peters and Waterman (In Search of Excellence, 1982, and others) has been particularly influential with practicing managers, despite criticisms of the research on which it was based. Thus, the development in the management field after the human relations movement led to the new term called the human resources approach, which has gained momentum ever since. What does this approach states? It states that human beings are very valuable assets to the organization. Uniqueness amongst individuals was recognized. Peoples involvement, commitment, potential development, good organizational culture were considered as important factors in HRM!!!
Brief History of HRM in India In the year 1929 with the setting up of Royal Commission of Labour, Human Resource Management made its official presence felt in India. The commission submitted its report two years later appointment of labour officer was recommended in the report. Labour officers duties centered on working conditions and workers employment as well as dismissal. All of us are aware of the famous world wars during World War II the scope of the labour office duties widened. Medical activities, recreational activities and housing were included in their duties. The welfare aspect of the employees was becoming popular and it’s started gaining momentum. The title of welfare officer was designated to labour officer. Further acts like Industrial Disputes Act of 1946, Factories Act 1947, increased the scope of functions by giving more responsibilities relating to wage fixation, leave management, bonus policies and retirement benefits. Constant plans, policies for the growth and development in 1960 and 1970’s led to tremendous growth of business, cut throat competition and size increase. The economic panorama under went tremendous change. The need for the retention of talented people started gaining significance. Humans i.e., persons are very valuable assets. Managing human resources became a very vital activity for the management. Selection procedures, training programmes, appraisal systems, and mobility and compensation management became an integral part of duties of works manager who now began to be known as personal manager. With the increasing importance of human resources personnel functions extended to management of human resources and personal function became Human Resources Management function. The era of human resources gained momentum since 1980’s and it is still moving towards the peak. HR is a very crucial aspect of modern management.
Now, why humans need to be given so much important so much importance? There are four factors of production, which you are all very much aware of. These are land, labour, capital and organization. The most crucial factor of production is the human factor. The other three factor of production Viz. labour, capital and organization are coordinated by human assets for the achievement, development and the growth of organizations. Despite the variations in the nature of organization (Which vary from industry to industry), ever changing economic, social and cultural scenarios one fact remains stable. It is the fact that human resources are the heart and soul of every organization and the success or failure of organization depends on these precious humans. Human resource management is very complex job. It is complex because it studies a human dimension, which is very dynamic by nature. Considering all the facts one can define human resource management as a series of functions activities and programmes which are developed and carried out in order to maximize both employees effectiveness and organizational growth.
Concept of Personal Management
Definitions: ? “It is that phase of management which deals with the effective control and use of manpower as distinguished from other sources of power.” ? “The management of human resources is viewed as a system in which participants seek to attain both individual and group goals”. ? “Its objective is to understand what has happened and is happening and to be prepared for what will happen in the area of working relationships between the managers and the managed.” If an analysis is made of these definitions it will be seen that personnel (or manpower) management involves procedures and practices through which human resources are managed (i.e. organized and directed) towards the attainment of the individual, social and organizational goals. By controlling and effectively using manpower rescues, management tries to produce goods and services for the society. An eminent expert has defined personnel administration as: “The field of management which has to do with planning, organizing, directing and controlling various operative functions of procuring, developing, maintaining and utilizing a labour force, such that the a) Objectives for which the company is established are attained economically and effectively; b) Objectives of all levels of personnel are served to the highest possible degree; and c) Objectives of the community are duly considered and served.
Personnel functions It is necessary to identify the major personnel systems and their concepts in brief, for better understanding of the functions required for managing men effectively. The operating functions of personnel management are concerned with the activities specifically dealing with procuring, developing, compensating and maintaining an efficient workforce. For example, 1. The procurement function- obtaining of a proper kind and number of personnel necessary to accomplish an organization’s goals 2. The development function- personnel development of employees, training 3. The compensating functionremuneration to personnel securing adequate and equitable
4. The integration function- an “integration” of human resources with organization through job enlargement, job evaluation, variable compensation plans, disciplinary action programmes. 5. The maintenance function- maintaining the physical conditions of employees (health and safety measures) and employee service programmes
Concept of HRM
What is HRM? Let us understand it by dividing the term into its subparts. 1 • Human – people, us 2 • Resource – assets/costs for organizations 3 • Management – co-ordination and control to achieve set goals But humans, unlike other resources in the context of work and management, cause problems. But why do we need to be managed? Since we all know we naturally are matured and educated people. NO! It is not always so. Because we disobey, misunderstand, answer back, challenge, have our own ideas about how things might be done and have varying degrees of interest and motivation. This presents a challenge to management in terms of securing effective control. The solution to this problem could be many. For one, we could as well eliminate human element from the workplace. Automated work organizations!! Automation and use of technologies may replace or reduce significance of people in some circumstances. But it may actually also require highly skilled and trained people to design, maintain and operate the technology. Machines could be used to tightly specify and control how people work - the classic assembly line model. This may facilitate efficiency and control but can also lead to alienation, resistance and conflict Another alternative is to seek to maximize commitment of people by organizing work and creating attitudes and behaviour which generate best outcomes. Thus, HRM is basically a search for “best practices” to generate high levels of employee commitment and performance. There exist two broadly contrasting pictures of HRM 1 • Emphasis on people as costs and resources to be worked to secure maximum efficiency. It is called the “ Rational or economic view of employment” where the basic approach is Control and compliance 2 • Emphasis on people as resources to be invested in to generate high commitment and involvement. This is the “Social or psychological view of employment” and it emphasizes on commitment of the people working together as an organization both - Hard and Soft.
An expert defines HRM as: “A strategic approach to managing employment relations which emphasizes that leveraging people’s capabilities is critical to achieving sustained competitive advantage, this being achieved through a distinctive set of integrated employment policies, programmes and practices”. From this definition, we can easily deduce certain key words which can give us an idea of what the features of HRM are. They are:
? Strategic i.e. planned, deliberate, seeking to achieve set objectives ? Capabilities i.e. people or resources with potential (knowledge, skills,
and attitudes) which can be developed to contribute to organizational success. ? Competitive advantage – by tapping into and developing these capabilities organizations give themselves an edge over their rivals ? Integrated – that the range of things under HRM (recruitment, selection of employees, their training and development, how they are rewarded) is looked at together not as separate things. For example, if you recruit and select people you should have a clear idea of how you see them developing and contributing to the performance of the organization. To understand what human resource management more clearly, we should first review what managers do. Another expert has defined the concept by relating the HRM field with five basic functions all managers perform: planning, organizing, staffing, leading, and controlling. In total, these functions represent the management process.
Some of the specific activities involved in each function include:
? Planning: Establishing goals and standards; developing rules and
procedures; developing plans and forecasting-predicting or projecting some future occurrence.
? Organizing: Giving each subordinate a specific task; establishing
departments; delegating authority to subordinates; establishing channels of authority and communication; coordinating the work of subordinates.
? Staffing: Deciding what type of people should be hired; recruiting
prospective employees; selecting employees; setting performance standards; compensating employees; evaluating performance; counseling employees; training and developing employees.
? Leading: Getting others to get the job done; maintaining morale;
motivating subordinates.
? Controlling: Setting standards such as sales quotas, quality standards,
or production levels; checking to see how actual performance compares with these standards; taking corrective action as needed.
Strategy formulation Strategies are formulated at three levels: Corporate level strategy: this is formulated by the top level management of an organization made up of more than one line of business. The corporate level strategy of the family-controlled Siyaram Poddar companies is to continuously innovate in all its business with right technology, relentlessly cut costs and focus on the overseas market. The major questions that needs to be answered at this stage are-what kind of business should the company be engaged in? What are the goals and expectations for each business? How should the resources be allocated to reach these goals? In formulating corporate level strategies, the company should decide where it wants to be-in 10 ort 15 years hence, in at least 8 areas- market standing, innovation, productivity, physical and financial resources, profitability, managerial performance and development, worker performance and attitudes, and social responsibilities. Business level strategy: while the major questions at the corporate level is,” in what industries or business should we be operating? ,” the appropriate question at the business unit level is,” how should we compete in the chosen industry or business?” a business unit is an organizational subsystem that has a market, a set of competitors, and a goal distinct from those of the other subsystems in the group. The concept of strategic business unit (SBU) was pioneered by General Electronic (GE). A single company that operates within one industry is also considered as a business unit. For instance, an independent company that builds and sells swimming pools is considered a business unit. In such an organization, the corporate level strategy and the business –unit strategy are the same. Functional-level strategy: each business unit will consist of several departments, such as manufacturing, sales, finance and HRD. Functionallevel strategies identify the basic courses of action that each of the departments must pursue in order to help the business unit to attain its goals. In formulating functional level strategies, managers must be aware that the different functions are interrelated. Each functional area, in pursuing its purpose, must mesh its activities with the activities of the other departments. A change in one department will invariably affect the way other departments operate. Hence, the strategy of one functional area cannot be viewed in isolation. Rather the extent to which all functional strategies are integrated determines the effectiveness of the unit’s business strategy.
HRP – Human Resource Planning
Human resource planning is the process of anticipating and carrying out the movement of people into, within, and out of the organization. Human resources planning is done to achieve the optimum use of human resources and to have the correct number and types of employees needed to meet organizational goals. Thus, it is a double-edged weapon. If used properly, it leads not only to proper utilization, but also reduces excessive labor turnover and high absenteeism, and improves productivity. It can also be defined as the task of assessing and anticipating the skill, knowledge and labor time requirements of the organization, and initiating action to fulfill or ‘source” those requirements. Thus, if the organization as a whole or one of its subsystem is not performing to the benchmark, in other words, it is declining, it may need to plan a reduction or redeploys its existing labor force. It is the process by which management determines how the organization should move from its manpower position to its desired manpower position to carry out integrated plan of the organization “Manpower planning is the process – including forecasting, developing and controlling by which a firm ensures that it has1 • The right number of people, 2 • The right kind of people, 3 • At the right places, • At the right time, doing work for which they are economically most useful
Summarizing the features of HRP, viz.,
? Forecasting future manpower requirements, where we use mathematical projections you might have studied in ‘business economics’ and ‘quantitative techniques’ paper, to project trends in the economic environment and development of the industry. ? Making an inventory of present manpower resources and assessing the extent to which these resources are employed optimally. Procuring competent personnel requires positive recruitment efforts and the development of a variety of recruitment sources. These sources must consider not only the nature and conditions of the external labor market, but also the presence of qualified personnel who are available to fill vacancies through internal promotions or transfers. ? Anticipating manpower problems by projecting present resources into the future and comparing them with the forecast of requirements to determine their adequacy, both quantitatively and qualitatively; and ? Planning the necessary programmes of requirement, selection, training, development, utilization, transfer, promotion, motivation and compensation to ensure that future manpower requirements are properly met. From the above definitions of HRP we come to the following conclusion: 1. It’s a systematic approach because it ensures a continuous and proper staffing. It avoids or checks on occupational imbalances (shortage or surplus) occurring in any of the department of the organization.
2. There is a visible continuity in the process.
3. There is a certain degree of flexibility. That is, it is subject to modifications according to needs of the organization or the changing circumstances. Manpower plans can be done at micro or the macro levels depending upon various environmental factors. Thus, we can summarize that: “HRP is a kind of risk management. It involves realistically appraising the present and anticipating the future (as far as possible) in order to get the right people into right jobs at the right time”.
Human Resources Information systems
Let us take up the latest in the HRP that is HRIS. This is a must if any organization wants to be ahead in today’s world. The human resource information system (HRIS) is a systematic procedure for collecting, storing, maintaining retrieving and validation data needed by an organization about its human resources. The HRIS is usually a part of the organization’s larger management information system (MIS). The HRIS need not be complex or even computerized. But computerization has its own advantage of providing more accurate and timely data for decision making. The areas of application of HRIS are many. Some of them include training management, risk management and legal requirements, attendance reporting and analysis, HRP, accident reporting and prevention, strategy planning, financial planning and other related areas. Steps in implementing an HRIS: As with any major change, proper planning is an absolute necessity for successful implementation of an HRIS. The steps outlined below describe the specific procedures involved in successfully developing and implementing an HRIS. Step 1: Inception of idea: The idea having an HRIS must originate somewhere. The originator of the idea should prepare a preliminary report showing the need for an HRIS and what it can do for the organizations. Step 2: Feasibility study: Feasibility study evaluates the present system and details the benefits of an HRIS. It evaluates the cost and benefits of an HRIS. Step 3: Selecting a project team: Once the feasibility study has been accepted and the resources allocated project team should be selected. The project team should consist of HR representatives from both management information systems and payroll. Step 4: Defining the requirements:
A statement of requirements specifies in detail exactly what the HRIS will do. A large part of the statement of requirements normally deals with the details of the reports that will be produced. Naturally, the statement also describes other specific requirements. This typically includes written descriptions of how users collect and prepare data, obtain approvals, complete forms, retrieve data, and perform other non-technical tasks associated with HRIS use. The key is here is to make sure that the mission of the HRIS truly matches management’s needs for an HRIS. Step 5: Vendor analysis: This step determines what hardware and software are available that will best meet the organization’s needs for the lowest price. This is a difficult task. The best approach is usually not to ask vendors if a particular package can meet the organization’s requirements but how it will meet the organization’s requirements but how it will meet those requirements. Step 6: Package contract negotiation: After a vendor has been selected, the contract must be negotiated, the contract stipulates the vendor’s responsibilities with regards to software installation, service, maintenance, training, and documentation. Step7: Training: Training usually begins as soon as possible after the contract has been signed. First the HR members of the project team are trained to use the HRIS. Towards the end of the implementation, the HR representative will train managers from other departments in how to submit information to the HRIS and how to request information from it. Step 8: Tailoring the system. This step involves making changes to the system to best fit the needs of the organization. A general rule of thumb is not to modify the vendor’s package, because modifications frequently cause problems. An alternative approach is to develop programs that augment the vendor’s program rather altering it.
Step 9: Collecting the data: Prior to start-up of the system, data must be collected and entered into the system. Step10: Testing the system: Once the system has been tailored to the organization’s needs and the data entered, a period of testing follows. The purpose of the testing phase is to verify the output of the HRIS and to make sure it is doing what it is supposed to do. Step11: Starting up: Start-up begins when all the current actions are put into the system and reports are produced. It is wise to attempt start-up during a lull period so that maximum possible time can be devoted to HRIS. Even though the system has been tested, some additional errors often surface during start-up. Step 12: Running in parallel: Even after the new HRIS has been tested, it is desirable to run the new system in parallel with the old system for a period of time. This allows for the comparison of outputs of both the system and examination of any inaccuracies. Step 13: Maintenance: It normally takes several weeks or even months for the HR people to feel comfortable with the new system. During this stabilization period, any remaining errors and adjustments should be handled. Step 14: Evaluation: After the HRIS has been in place for a reasonable length of time, the system should be evaluated. Is the HRIS right for the organization and is it being properly used?
JOB:
A job is a collection of tasks that can be performed by a single employee to contribute to the production of some product or service provided by the organization. Each job has certain ability requirements and certain rewards associated with it. Job can be defined as the set of interrelated tasks/activities which when executed in a certain order results in effective completion of a predetermined objective. Features of job: ? The individuals performing the task are known a ‘Job Holder’. ? Job forms the non-human aspect of any activity and is objective & constant once defined. ? Jobs, although objective in content, are accomplished in a subjective manner. ? Thus, we have Job Evaluation for the Job as different from Performance Appraisal for the Job Holder (employee)
JOB ANALYSIS:
Definitions of job analysis: ? A defined data collection and analysis procedure through which information about job tasks and job requirements are obtained. ? Job analysis is the procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it. ? Organizations consist of positions that have to be staffed. Job analysis is the procedure through which you determine the duties of these positions and the characteristics of the people who should be hired for them .The analysis produces information on job requirements, which is then used for developing job descriptions (what the job entails) and job specifications (what kind of people to hire for the job).
Steps in job analysis:
Step 1 Identify the use to which the information will be put, since this will determine the types of data you collect and how you collect them. Some data collection techniques like interviewing the employee and asking what the job entails and what his responsibilities are - are good for writing job Step 2 Review relevant background information such as organization charts, process charts, and job descriptions. Organization charts show how the job in question relates to other jobs and where it fits in the overall organization. The chart should identify the title of each position and, by means of its interconnecting lines, show who reports to whom and with whom the job incumbent is expected to communicate. Step 3 Select representative positions to be analyzed. This is done when many similar jobs are to be analyzed and it is too time-consuming to analyze, say, the jobs of all assembly workers.
Step 4 Next actually analyze the job by collecting data on job activities, required employee behaviors, working conditions, and human traits and abilities needed to perform the job. For this, you would use one or more of the job analysis techniques explained in this lesson. Step 5 Review the information with job incumbents. The job analysis information should be verified with the worker performing the job and with his or her immediate supervisor. This will help to confirm that the information is factually correct and complete. This "review" step can also help gain the employee's acceptance of the job analysis data and conclusions by giving that person a chance to review and modify your description of his or her job activities. Step 6 Develop a job description and job specification. A job description and a job specification are usually two concrete products of the job analysis. The job description is a, written statement that describes the activities and responsibilities of the job, as well as important features of the job such as working conditions and safety hazards. The job specification summarizes the personal qualities, skills, and background required for getting the job done; it may be either a separate document or on the same document as the job description.
Job specification
Job Specification translates the job description into terms of the human qualifications, which are required for performance of a job. They are intended to serve as a guide in hiring and job evaluation. Job specification is a written statement of qualifications, traits, physical and mental characteristics that an individual must possess to perform the job duties and discharge responsibilities effectively. In this, job specification usually developed with the co-operation of personnel department and various supervisors in the whole organization.
Job Specification Information: The first step in the programme of job specification is to prepare a list of all jobs in the company and where they are located. The second step is to secure and write up information about each of the jobs in a company. Usually, this information about each of the jobs in a company. Usually this information includes: 1 2 1. Physical specifications: - Physical specifications include the physical qualifications or physical capacities that vary from job to job. Physical qualifications or capacities 3 4 2. Include physical features like height, weight, chest, vision, hearing, ability to lift weight, ability to carry weight, health, age, capacity to use or operate machines, tools, equipment etc. 5 6 3. Mental specifications: - Mental specifications include ability to perform, arithmetical calculations, to interpret data, information blue prints, to read electrical circuits, ability to plan, reading abilities, scientific abilities, judgment, ability to concentrate, ability to handle variable factors, general intelligence, memory etc. 7 8 4. Emotional and social specifications: - Emotional and social specifications are more important for the post of managers, supervisors, foremen etc. These include emotional stability, flexibility, social adaptability in human relationships, personal appearance including dress, posture etc. 9 10 5. Behavioral Specifications: - Behavioral specifications play an important role in selecting the candidates for higher-level jobs in the organizational hierarchy. This specification seeks to describe the acts of managers rather than the traits that cause the acts. These specifications include judgments, research, creativity, teaching ability, maturity trial of conciliation, self-reliance, dominance etc.
Employee Specification: Job specifications information must be converted into employee specification information in order to know what kind of person is needed to fill a job. Employee specification is a like a brand name which spells that the candidate with a particular employee specification generally possess the qualities specified under job specification. Employee specification is useful to find out the suitability of particular class of candidates to a particular job. Thus, employee specification is useful to find out prospective employees (target group) whereas job specification is useful to select the right candidate for a job. Job Description is an important document, which is basically descriptive in nature and contains a statement of job Analysis. It provides both organizational information’s (like location in structure, authority etc) and functional information (what the work is). It gives information about the scope of job activities, major responsibilities and positioning of the job in the organization. This information gives the worker, analyst, and supervisor with a clear idea of what the worker must do to meet the demand of the job.
Who can better describe the characteristics of good job description? Earnest Dale has developed the following hints for writing a good job description: 1 1) The job description should indicate the scope and nature of the work including all-important relationships. 2 2) The job description should be clear regarding the work of the position, duties etc. 3 3) More specific words should be selected to show:-
a) The kind of work b) The degree of complexity c) The degree of skill required d) The extent to which problems are standardized e) The extent of worker’s responsibility for each phase of the work USES OF JOB DESCRIPTION: Job description is necessary in an organization, There are several uses of job description, like 1 2 • Preliminary drafts can be used as a basis for productive group discussion, particularly if the process starts at the executive level. 3 4 • It helps in the development of job specification. 5 6 • It acts as a too during the orientation of new employees, to learn duties & responsibilities. It can act as a basic document used in developing performance standards.
CONTENTS OF JOB DESCRIPTION: Following are the main content of a job description it usually consist of following details or data. Job Description: A statement containing items such as 1 2 3 4 5 6 7 8 9 • Job title / Job identification / organization position • Location • Job summary • Duties • Machines, tools and equipment • Materials and forms used • Supervision given or received • Working conditions • Hazards
Job identification or Organization Position: - This includes the job title, alternative title, department, division and plant and code number of the job. The job title identifies and designates the job properly. The department, division etc., indicate the name of the department where it is situated and the location give the name of the place. Job Summary: - This serves two important purposes. First is it gives additional identification information when a job title is not adequate; and secondly it gives a summary about that particular job. Job duties and responsibilities: - This gives a total listing of duties together with some indication of the frequency of occurrence or percentage of time devoted to each major duty. These two are regarded as the “Hear of thejob”
Relation to other jobs: - This gives the particular person to locate job in the organization by indicating the job immediately below or above in the job hierarchy. Supervision: - This will give an idea the number of person to be supervised along with their job titles and the extent of supervision. Machine: - These will also gives information about the tool, machines and equipment to be used. Working Conditions: - It gives us information about the environment in which a jobholder must work.
Hazards: - It gives us the nature of risks of life and limb, their
possibilities of occurrence etc. Job Description vs. Job Specification o Job Description - written narrative describing activities performed on a job; includes information about equipment used and working conditions under which job is performed. o Job Specification - outlines specific skills, knowledge, abilities, physical and personal characteristics necessary to perform a job - What about physical and personal characteristics? Strength, patience, intestinal fortitude, risk-taker. It is essential for you to understand that Job Analysis helps to find information about the following: Work activities. Information is usually collected on the actual work activities performed, such as cleaning, selling, teaching, or painting. Such a list may also indicate how, why, and when the worker performs each activity.
There are various types of JOB DESIGN :-
Job rotation Job Design
Job enlargement
Job enrichmen t
Job rotation :- One answer to the problem of boredom is job rotation. which implies movement of employees from a job to job. Job remained unchanged, but incumbents shifts. With job rotation, a given employee performs different jobs, but more or less jobs of the same nature. On the positive side, it may be said that the job rotation is likely to increase intrinsic reward potential of job because of different skills and abilities needed to perform it. The organization stands to benefits because workers become competent in given jobs rather than one. Knowingly, a variety of jobs improves worker’s self image, provides personal growth and makes the worker more valuable to the organization. Periodic job changes may also improve interdependent co-operation, employees become mare understanding of each other’s problem.
Job enlargement :- it involves expanding the number of tasks or duties assigned to a given job. Adding more tasks or duties to a job mans that new skills and abilities are needed to perform it. There is only horizontal expansion. It is said to contribute to the employees motivation, but the claim is not validated in practice. Job enrichment :- it seeks to improve both the tasks and efficiencies and human satisfaction by building into people’s job, quite specifically, greater scope for personal achievement and recognition, more challenging and responsible work, and more opportunity for individual advancement and growth. An enriched job will have more responsibilities and autonomy, more variety of jobs and more growth opportunities. The employee does more planning and controlling with less supervision but more self evaluation. In other words, what the supervisors have been doing till now, will have to be done by the workers.
doc_673871369.doc